Design – Monday Morning Musingshttps://mondaymorningmusings.org
Living & Learning in a social, mobile world
Tue, 22 Jan 2019 00:57:19 +0000 en
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1 http://wordpress.com/https://secure.gravatar.com/blavatar/9a1f129da1319d0669e9a007ddcee3a6?s=96&d=https%3A%2F%2Fs0.wp.com%2Fi%2Fbuttonw-com.pngDesign – Monday Morning Musingshttps://mondaymorningmusings.org
Distance is relative – blend your learning!https://mondaymorningmusings.org/2018/11/13/distance-is-relative-blend-your-learning/
https://mondaymorningmusings.org/2018/11/13/distance-is-relative-blend-your-learning/#respondTue, 13 Nov 2018 16:05:29 +0000http://mondaymorningmusings.org/?p=772Continue reading →]]>I’m working with a client as they move from a face-2-face modality to an online delivery model being driven by the need to deliver a consistent leadership program to a new group of leaders separated by time zones and countries. A key point of contention is how to deliver the content with some pushing for asynchronous online and others frustrated and missing the synchronous personal touch, the interaction between instructor and students and the conversations that have a high value. Between synchronous and asynchronous there is another option – blend the delivery and blend the design. Plan carefully and start with asynchronous pre-work, engage synchronously and then blend the application, content, and assessments to connect people, context, and application to their job.

A key advantage to blended learning is the mix, or blend, of varied delivery channels to deliver instruction ranging from media tools such as YouTube to online learning platforms such as LMS’s, and synchronous systems such as web conferencing tools bringing instructor’s, Subject matter experts, and peers together. Blended learning can keep the high touch with the high tech!

There are other advantages too and if you would like to learn how to design and implement a blended learning course or program check out this short video, Distance is relative Blend your Learning! If you would like to learn more about using learning as a strategic business tool send me an email or call and let’s talk! Use the contact button above or visit my web site at Ryan Consulting!

]]>https://mondaymorningmusings.org/2018/11/13/distance-is-relative-blend-your-learning/feed/0wjryanblended learning stillIt’s not the ROI, ROL matters more!https://mondaymorningmusings.org/2018/10/18/its-not-the-roi-rol-matters-more/
https://mondaymorningmusings.org/2018/10/18/its-not-the-roi-rol-matters-more/#respondThu, 18 Oct 2018 13:10:17 +0000http://mondaymorningmusings.org/?p=768Continue reading →]]>I had a conversation recently with a learning leader at an organization who was being pushed to show their ROI – return on investment. Granted in the last couple of years they have brought a new LMS online and added designers to the team so management wanted to know if the expenses were paying off. But our discussion started with how many clicks had been captured, the test scores of the online modules, and how many people had taken these modules and trying to divide these into the expenses… well you get the picture. And that’s the point – that isn’t where you truly measure the ROI. You need to have a more strategic view of the organization to determine the ROL – the Return on Learning.

Measure what matters and focus on what matters to the organization. Key business functions such as First call resolution, lower product defects, higher quality scores, upselling numbers – the point is what are you doing to impact the business? To truly measure the ROI you need to focus on the ROL. Start by using my favorite 4 letter word to start with – PLAN: Prior (to) Learning, Assess Now. Take ownership of the learning solution you are developing by first (prior to learning) gathering the current operational metrics (assess now) that you will be measuring against, so you can identify clearly to yourself and your client that the solution you put in place made a difference at the business level.

Want to learn how to measure the return on your learning efforts then check out this short video about Return on Learning! If you would like to learn more about using learning as a strategic business tool let’s talk! Use the contact button above or visit my web site at Ryan Consulting!

]]>https://mondaymorningmusings.org/2018/10/18/its-not-the-roi-rol-matters-more/feed/0wjryanCaptureMicrolearning – it’s learning in the flow of work!https://mondaymorningmusings.org/2018/09/18/microlearning-its-learning-in-the-flow-of-work/
https://mondaymorningmusings.org/2018/09/18/microlearning-its-learning-in-the-flow-of-work/#respondTue, 18 Sep 2018 13:35:42 +0000http://mondaymorningmusings.org/?p=765Continue reading →]]>More than chunking content or repurposing videos, microlearning is about supporting people and improving performance. It is about solving problems that get in the way of employee success and Ray Jimenez, Chief Learning Architect and Founder of VignettesLearning.com, said “microlearning is about work results and we need to stop thinking of learning but focus on how to help workers fix, solve and improve work issues”. I look at microlearning as a way to support people at the time and place of need now.

Microlearning is a technique to meet the needs of the working learner who will search and find solutions by themselves because of their immediate need without turning to formal training content and classes. With the ease of use and pervasiveness of mobile tools the time is right to extend learning into the flow of work at the time and place of need.

Learning in the workflow brings content from training, learning lessons, and expert support to enable the individual to identify a solution, apply it, and assess opportunities to coach and learn faster in the context in a fast, effective manner.

To maximize the impact microlearning can have watch this short video that highlights 6 steps that will help in the design of learning solutions in the workflow. If you would like to learn more about ways microlearning can help your team and ways to use learning as a strategic business tool let’s talk! Use the contact button above or visit my web site at Ryan Consulting!

]]>https://mondaymorningmusings.org/2018/09/18/microlearning-its-learning-in-the-flow-of-work/feed/0wjryanstill imageOnboarding – It’s more than 1 & Done!https://mondaymorningmusings.org/2018/09/05/onboarding-its-more-than-1-done/
https://mondaymorningmusings.org/2018/09/05/onboarding-its-more-than-1-done/#respondWed, 05 Sep 2018 17:40:30 +0000http://mondaymorningmusings.org/?p=761Continue reading →]]>Remember your first day at the new job? Who knew there were so many benefit options? And do I put a 0 or a 1 in the tax forms? But the video from the CEO was interesting and they fed you lunch, right?

More than new employees onboarding impacts existing employees who are going to new roles even if the role is within their current group or part of the organization. Just because someone has been working at an organization for a while doesn’t mean that in a new role with new responsibilities and new team members that they won’t have experiences that leave them frustrated, confused, feeling alone and unsure of their ability to be successful in this new role.

A structured onboarding program is key to long term success and involves a strategic long-term plan. Let me share a 12 month process I developed that combines tactical training targeted around the needs of the role combined with constant communication, feedback, and performance measurement — all factors that impact employee retention and engagement. I used 12 months to follow the employee lifecycle for mentoring and development and included connecting people together to build the internal network and support collaboration going forward. Watch this short video here

Whether the person is new to the organization or to the role or both, onboarding is more than 1 and done – build a process that develops people to be successful and they will stay and everyone wins then. If you would like to learn more about ways to develop your onboarding model and ways to retain your talent let’s talk! Use the contact button above or visit my web site at Ryan Consulting!

How does your organization hire new people? Post a job description online, have recruiters sift and search, interview until they find someone? How is that working out? And how long do those new hires stay? There is a faster, more focused way to fill your talent pipeline and it begins with Human Resources, Learning & Development, and the Operations teams working together strategically and it does not rely on educational institutions working on their schedule to produce graduates ready to work and recruiters trying to meet the demand.

Start from the inside with people who already understand the organizational culture, who have an emotional investment, and who want to stay and grow. It is easier to hire entry level employees and provide them a path forward so invest and develop current workers to fill these hard to hire roles. It begins with a strategic discussion with the Operations team to identify their workforce needs in the near term and to forecast forward 24 – 48 months ahead. The focus of the discussions center on the skills and competencies needed to support current business goals that have been difficult to hire and to look forward and identify the new products, services, and business goals that will need staff to support and develop in the future. It is important to stay focused on the

role needs, the technical skills and the business competencies the role requires so the person will be successful.

With this knowledge Learning & Development can work backwards and develop a learning ladder that will map content to the defined skills and competencies. Begin with reviewing existing content, then identify new topics that are needed and determine if it can be created internally, acquired from a 3rd party provider, or develop a partnership with an educational institution. Determine what level of skills are needed to be successful in the role and create a credentialing model that meets the need of the role in ways that allow employees to clearly obtain the desired skills and provides Human Resources a method to identify internal candidates that have prepared for the new opportunities. I must stress how important it is to not complicate this, if the new roles require an extension of skills (such as adding new programming languages to an existing programmer) then using credentials such as badges and other microcredentials are effective tools to monitor and use to fill the talent needed.

An advantage to aligning need defined and targeted training with these types of credentials is that they are employer driven. You can customize the depth and breadth for your organization and include your business specific attributes ranging from culture

needs to operational processes. Your ability to control when, where, and how people take your training allows you a high degree of flexibility to monitor your talent pipeline and prepare for future needs and growth as you need. This model allows you to utilize the resources educational institutions provide as you see fit for in this model you focus on what your talent development needs are specifically and do not need to invest the time and resources on courses outside of the business need that institutions often require people to take to receive their credentials. This model provides you the flexibility to choose what works best to meet the business goals in a timely and effective manner.

There is one final step to making this model fully functional and Human Resources should lead the business partnership in strategic planning. For employee’s to be skilled and prepared for the future opportunities, especially for new roles that will be supporting new products and services, they need to know the skill and career path available. Developing a career pathway that is clearly aligned to a learning ladder allows people to know roles and opportunities they can work towards and the skills and competencies they need to qualify for the role along with the ways they can acquire them.

As you consider taking control of your talent pipeline just remember to follow my 5C’s.

Consider and calculate future needs – what will the organization need in terms of talent to be successful?

Create a HiPo (high potential) community at all levels – from new hire to leadership roles identify who the high potential employees are and develop career paths for all roles. Focus on people and their potential to grow and contribute for that will lead to organizational growth and profit.

Communicate openly and often – this is vital to this model’s success to ensure open roles and people who have acquired the desired skills and competencies are connected clearly. Nothing will create disengagement and distrust more than having someone who is prepared for a new role find out the role is posted externally, and they were not considered or informed. This takes extra effort on Human Resources however it is faster to recruit internally with people who have proven credentials than to search externally and have to filter and find a candidate to fill the role and fit in the culture.

Finally, chart the learning needed clearly and align it to the defined career path’s skills and competencies to ensure that people who follow the learning ladder will meet the organization’s business needs and be successful.

With the costs of turnover combined with the challenges of finding and keeping new hires while being ready to provide new products and services to grow the organization the time is now to take control of your talent pipeline. Choose the skills needed for today and plan for future resources by determining the credential level needed and implementing a learning ladder that aligns to your talent plan. If you are interested in learning more about developing this in your organization let me know and we can discuss.

]]>https://mondaymorningmusings.org/2018/07/10/develop-your-talent-pipeline-start-from-the-inside-out/feed/0wjryanCredential ladderCredential ladder w_detailsKnowledge Economy or Performance Economy? The shift is on…https://mondaymorningmusings.org/2018/02/28/knowledge-economy-or-performance-economy-the-shift-is-on/
https://mondaymorningmusings.org/2018/02/28/knowledge-economy-or-performance-economy-the-shift-is-on/#respondWed, 28 Feb 2018 20:36:28 +0000http://mondaymorningmusings.org/?p=741Continue reading →]]>The Get Fit for Tomorrow’s Work + Learn Economy convening brought together 100+ leaders from business, industry, government, and education to focus on developing foresight needed to support the working learner. As the discussion progressed the point returned to several key items: The gig economy is growing and composed of multi-generational groups, the workplace is becoming the space of the augmented worker – people and technology including bots, AI systems, and Internet-of-Things (IoT) tools. The role of employee is transforming from one of knowledge worker to performance worker.

This is a key time to realize the opportunities these changes can provide. No longer do we need to know how to “do” since the directions and processes are stored in the cloud for all to access we can instead move to the reasons why we “do”. Our performance around work creates value and impact for others who need support and guidance that only a person using critical thinking skills can provide. A part of this movement is around the understanding that our organizations and our society is changing too.

There is an interesting correlation between the technology infrastructure we have used and the organization infrastructure we have worked within. Go back to a not so long time ago when our computer and communications tools we used were big, bulky and needed specialized tools to use and stored information in a limited access manner. Our organizational structures were very similar with well define lines of control and access to the data leading to decisions.

Now our technology is becoming seamless in our access and use. Information of all kinds is available stored “in the cloud” ready to provide solutions and experiences. It is at our fingertips and provides every person the ability to query and communicate in normal, ordinary ways. This technology has a different infrastructure design where the information is stored in multiple locations, the access is available in multiple ways, and anyone can make requests and obtain data that allow the user to determine their learning experience. Just as easily as we access directions and recommendations on finding a restaurant we now have access to experts who can provide guidance and support to enable people to perform their tasks and roles better and at the time of need. Our organizational structure are changing too as the data and the ability to make decisions are becoming a part of the network.

As work and our organizations transform so must our learning evolve from designing programs to creating experiences. The mindset of creating and delivering formal training using defined models is becoming more a process of the social network of delivering on-demand solutions using open and easily available resources ranging from user generated content to social platforms like YouTube. Don’t think learning isn’t needed or wanted for as our workforce includes different generations together they all seem to have a common theme best expressed in a study conducted by PricewaterhouseCoopers titled “Millennials at Work, Reshaping the Workplace” that identified the most valuable company benefit was training and development far ahead of flexible hours and cash bonuses.

Work is learning and learning is work and as our technology has become more social our organizations are beginning to reflect these changes too. A phrase I overheard was “we are moving from pipes to platforms” indicating the flow of information is moving from a state of one direction down the pipe to a new state of multiple streams of conversations flowing on a platform filled with people who are performing new tasks in new roles supporting our world community anytime, anywhere. So the question to ask is are you ready to follow your passion, your purpose, and your new role as a performance worker?

]]>https://mondaymorningmusings.org/2018/02/28/knowledge-economy-or-performance-economy-the-shift-is-on/feed/0wjryanCDC_Cyber_170_CPU_architecture824632853_58983e2262Cloud_computing.svgsocialnetworkThe learning is still here, just everywhere.https://mondaymorningmusings.org/2018/02/01/the-learning-is-still-here-just-everywhere/
https://mondaymorningmusings.org/2018/02/01/the-learning-is-still-here-just-everywhere/#respondThu, 01 Feb 2018 16:28:11 +0000http://mondaymorningmusings.org/?p=736Continue reading →]]>At the recent Consumer Electronics Show (CES) people from around the world had the chance to look and explore thousands of tools that will be used at work, in homes, while in transit. More than the Internet of Things (IoT) these technological wonders are being brought to market in a seamless manner to the end user whether in the role of consumer or worker. One participant caught my attention as he wrote from the event. Elliot Masie (Learning Trends #988 , 1/10/18) posed a question, “Where Has All the Learning Gone?” noting that he saw learning all through the show but not as a standalone area with a sign pointing to vendors in the learning and education sector.

That’s really the point, just as the technology innovations are becoming wearable, functional, mobile so should the learning that helps users. It should be centered in the context of the need at the time and place of need, support performance at the frontline and make it seamless to the user. As a consumer I do not want to pay extra for training on how to use a tool. When I evaluated authoring tools recently one item on my list was access to readily available training materials including YouTube videos. In the workplace the need to perform is measured in moments of now so taking people off work and sending them to training in a classroom or elearning takes more time than these innovators expect their users to spend.

Here is the best place for learning to be, integrated directly into the flow of use providing seamless support. Putting the high touch into the high tech is where learning professionals can bring their skillset to maximize the value of innovation to the end user in all settings by including contextual directions, using gamification techniques to assess skill level and providing targeted remediation to enable the user to continue their path quickly, easily, and seamlessly.

This is the new opportunity for the learning professional, partner with operational teams and the research and development, R&D, teams. We need to plan learning moments using the requirements the innovators are using, the use cases and focusing on the decision points of usability knowing these might be where the end user will face a decision or action. Here is where we create solutions and support the performance at the time and place of need. Masie noted that “Learning will be embedded and integrated into more and more products and environments. Our expertise as learning producers could be seen in building the coaching framework for a health product that informs or builds skills for the patient.”

Let’s bring our expertise in curation, data analysis, and blended design directly to the end user. Creating learning opportunities that are integrated seamlessly into the tools of choice no matter the place will create lifelong learners, learning communities, and learning cultures. While we know that, the people we support will only know that they can do whatever they are trying to do faster and easier. Learning has gone simply from a “here” to everywhere – and that is where we should all be.

]]>https://mondaymorningmusings.org/2018/02/01/the-learning-is-still-here-just-everywhere/feed/0wjryanhttp://classroom-aid.com/2012/11/24/mobile-learning-lesson-ideas/Broaden & Build your (learning) way to successhttps://mondaymorningmusings.org/2017/10/17/broaden-build-your-learning-way-to-success/
https://mondaymorningmusings.org/2017/10/17/broaden-build-your-learning-way-to-success/#respondTue, 17 Oct 2017 20:28:53 +0000http://mondaymorningmusings.org/?p=715Continue reading →]]>Learning must impact the bottom line, consider that “80% of CEOs surveyed say their top strategy to enable digital transformation is to reskill current employees” (CLO Insight Summit, September2017). Employers are not finding a talent pool filled with qualified applicants and learning can step up and meet this need to grow a changing and evolving organization. So the question becomes what techniques do you need to put in place to upskill and prepare the workforce of tomorrow without disrupting the work they are doing today?

Start by broadening your view of how learning occurs. No longer must the focus be on traditional, formal, instructor-led training (be it in class or virtually) it’s time to return to our roots of learning where apprentices gathered together, where groups watched a process, where teams created solutions. Besides, learning from others is fun and effective! Broaden the definition of learning materials, interactions, and pedagogy to go beyond learner guides and start to include social collaboration in small groups and online. Use informal learning materials from outside sources like YouTube, and open up project opportunities to provide stretch assignments. Recognize and reward employees as leaders of their learning experiences and broaden the expectation of “your job” to include the responsibility each employee has to share insights and lessons learned (what did and didn’t work) as a part of their role. The content generated from their experiences can be used to develop and post best practices that are continuously improved upon to ensure that everyone in this working & learning community can truly learn from each other.

Broaden the view that if it is not invented here then it isn’t good enough. What do you think employees do when they are searching for where to get their license (Google it!) or how to unclog the kitchen sink (YouTube that!) or need a referral for a deck clean & stain (someone on Facebook will know!). Leverage their knowledge and comfort with these tools to make the information they need at work easy to find by using existing tools or by putting in place content repositories with Facebook (or LinkedIn) with interfaces that make it easy for employees to use keywords to search for anything just like the tools they are using already do. Broaden the view to allow search results to include procedures, policies, external articles, videos, and create connections to experts using messaging tools. Learning must learn to broaden the performance solution to include enterprise social networks that encourage community curated content and group problem solving. Learning can moderate communities of practice focusing skilled and experienced employees on business specific problems while providing guidance and facilitating learning from the group that leads to solutions.

Then build. Focus on building a relationship with the business and begin by listening to the operational leaders about the performance issues their teams are dealing with. Discuss their concerns and build the definition of what success will look like for them and their teams. Build the rubric of how they will measure success in the business and build agreement on the ways you will measure, monitor, and monetize these results. These are metrics that matter and this process begins by working backwards to build success. When working with the business leaders focus on:

Defining the business outcomes (results) the team will create/produce;

Describing the desired performance expectations the successful employees will demonstrate on the job;

Detailing how success is measured on the job. From these begin building assessment strategies that will allow practice towards mastery of performance;

Designing, developing, and creating multiple learning opportunities that provide employees access to content, practice, and communities that support them at the time and place of need.

Now build new ways to learn. Leverage existing tools such as a Learning Management System (LMS) with social portal and Learning Record Stores (here is a primer that might help titled Learning Record Store Guide for Dummies.) Like an LMS the LRS stores and tracks data but the key is the LRS is tracking xAPI content, this is real time data collection at the point of performance. Build learning into everything, a key theme is that learning has impact when in context and when needed so it doesn’t have to be long, it has to be right and timely. Learning is an ecosystem of its own so consider how you can incorporate the various kinds of tools, from paper to performance support, into the work flow. Build learning moments into the key points of process and training will go down while efficiency goes up. Here is where measurement is vital to clearly identify the impact learning has on the success of the organization.

Build new connections to the business to measure and monitor. Internal Audit, Quality or 6 Sigma teams are partners in identifying where issues are occurring and can provide a quicker update on business trends allowing for content updates and these groups usually have identified cost factors. The business case of learning includes retention and engagement however the business impact of learning is improved performance, sales, quality, and other success criteria the business monitors.

Build connections to the employees who will be using the solutions. Involve them in the conversation where they work and include those components of placement, visual and manual access into the design process leading to learning solutions that live in their workspace. Involve the learners on how they want to be supported and what can help them improve their performance so you know you are delivering a solution they will want to use.

Broadening your ways of learning using multiple delivery channels and building broad relationships into the organization will demonstrate that learning is a strategic business tool.

]]>https://mondaymorningmusings.org/2017/10/17/broaden-build-your-learning-way-to-success/feed/0wjryancareers &amp; learning new_old Spet 2017backward-designThe Complete Learning Ecosystem Oct 2017Let’s focus on the WIIFM…https://mondaymorningmusings.org/2017/06/02/lets-focus-on-the-wiifm/
https://mondaymorningmusings.org/2017/06/02/lets-focus-on-the-wiifm/#respondFri, 02 Jun 2017 20:28:40 +0000http://mondaymorningmusings.org/?p=622Continue reading →]]>So what comes first, employees go learn or employers invest in learning? Many organizations offer tuition reimbursement but did you know that recent research found that only an “average 51% of financial benefits offered to employees is utilized annually”? What struck me was the different perspectives on why current workers are not willing to upskill and utilize these types of benefits. Employers said the cause was employee-based as seen in the chart with the employees being too busy to pursue learning. Academic institutions were raising their voice saying that people don’t understand the benefits advanced education can bring whether as a degree, certificate, or other credential.

I think the Org’s and the Edu’s are both missing the mark and the voice of the employee is represented by the data point highlighting the lack of time and I would offer it is a lack of WIIFM, What’s in it for me. What is the reason to invest personal time and personal funds upfront to add a credential if there is not a career path or promotional opportunity to show the employee the return on their investment? At best the message is if you invest in you then you will be better prepared for the next job, a job that may or may not be at the current organization.

Here is the WIIFM for the employer, it is to their benefit to create a career pathing model for roles they need currently and for roles they will be needing as they plan for the future. With an average of 10,000 baby boomers retiring each day in the U.S. the development of a career pathing process brings Human Resources, Learning & Development, leadership teams, and the business units together to strategically plan for growth. The career pathing process is a strategic tool that can engage employees around future job opportunities they can prepare for and the employer to have ready when they need the increased talent pool. With Millennials, whom we define as those ages 18-34 in 2015 being the largest group in the workforce we need to find ways to retain these current employees, and prepare them for leadership roles, as we lose the knowledge and experienced employees to retirement.

There are people willing to invest their time and money to add new skills if they know there is a return on their investment. A career pathing model can clearly identify the needed work experiences, education, and training that an individual will need to advance into a new job, a new role. Learning is a strategic tool that can help an organization design a growth plan and provide for its own talent pipeline and show employees they have a future career within the organization. Developing and clearly articulating a career pathing process shows the employer and the employee WIIFM – a winning combination indeed.

It is more than technical skills however as more providers add to their online offerings in fields as diverse as mathematics to medical science.This is where the concept of gaining a series of small skills can be put together, or “stacked”, that can lead to a credential that might be a certificate, a diploma, or a badge.A key advantage this type of learning provides today’s working learners is that these short courses or microcredentials, such as nanodegrees and badges, can be re-used in different credential paths or “stacks”.For example, if you took an Algebra microcourse during the path leading to a certificate in IT programming you could also use this course again as a part of a certificate in business management.This type of flexibility is not something you will find at most colleges and as we have more people entering the gig economygig economy, the nanodegree with its ability to quickly add new content and help people change careers, upskill, and demonstrate new abilities will become a valuable advantage. This doesn’t mean that microcredentials are the wave of the future and that the traditional degree will go away, it won’t.Each meets a different need for an individual at different times of their lives and/or careers.It has the potential to be an extremely efficient way to train the next generation of workers, and for many could provide a way to avoid a prohibitively expensive college degree.

As careers change and our employment needs follow the concept of obtaining various credentials that can be “stacked” and provide current certifications the nanodegree is a very attractive model.I foresee the blending of these types of learning credentials with other content providers such as educational institutions focusing on competency-based programs and professional organizations that need to provide the highest and most current level of certification.Bringing speed, cost effectiveness, and increased access together will help create learning models that begin as career pathways and result in lifelong learning opportunities.